Perceptions Of Organizational Justice Research Articles

The Effects of the Perception of Organizational Justice on Psychological Capital and Innovative Behavior: Focusing on Cosmetology Service Providers

This study attempted to investigate the effects of organizational justice on psychological capital and innovative behavior against cosmetology service providers. For this a questionnaire survey was conducted against 300 beauty salon employees in Seoul and capital region from March 4 to 22, 2019. Among a total of 300 questionnaires distributed, 294 copies but 6 poorly answered ones were used for final analysis. For data analysis, frequency analysis, factor analysis, reliability analysis and regression analysis were performed, using SPSS 21.0, and the results found the followings: First, the perception of organizational justice revealed a positive influence on psychological capital and innovative behavior. Second, psychological capital had a positive effect on innovative behavior. The high perception of organizational justice brought psychological reinforcement, provoking positive emotions. It appears that it is able to achieve high-value added management performances by having a positive influence on innovative behavior which implements the production, application and development of new ideas. The study results confirmed that organizational justice is a critical factor affecting psychological capital and innovative behavior. It’s also expected that they would be available as basic data for the scientific management of human resources.

ÖRGÜTSEL ADALET İŞGÖRENLERİN YEŞİL ÖRGÜTSEL DAVRANIŞINI ETKİLER Mİ?

Bu araştırmada, turizm işletmelerinde istihdam edilen işgörenlerin örgütsel adalet algılamalarının yeşil örgütsel davranış üzerine etkisinin belirlenmesi amaçlanmıştır. Bu nedenle, turizm işletmelerinde istihdam edilen 294 işgörene anket aracılığıyla ulaşılmıştır. Turizm işletmelerinde işgörenlerin örgütsel adalet algılamalarının örgütsel yeşil davranışlarına etkisini belirlemek amacıyla işgörenlerin örgütsel adalet algılamaları ve yeşil örgütsel davranış ifadelerine ilişkin betimleyici istatistikler belirlenmiş olup regresyon analizi yapılmıştır. Araştırmaya katılan işgörenlerin en yüksek algıladıkları örgütsel adalet boyutu işlemsel ve bilgilendirme, en düşük algılanan adalet boyutu ise dağıtımsal adalet, yeşil örgütsel davranış boyutlarından ise en yüksek çevresel duyarlılık ve ekonomik duyarlılık olarak belirlenmiştir. Araştırmada yapılan regresyon analizi sonuçlarına göre yeşil örgütsel davranış istatistiksel olarak anlamlı düzeyde örgütsel adaletten etkilenmektedir. Bu sonuca göre araştırmaya katılan işgörenlerin örgütsel adalet algılamalarındaki artış, işgörenlerin yeşil örgütsel davranışı üzerinde artış sağlamaktadır.

The relationship between the effectiveness of management processes and organizational justice in school management

Bu çalışmanın amacı, Konya ili merkez ilçelerinde (Selçuklu, Meram, Karatay) yer alan resmi okullarda görevli öğretmenlerin görüşlerine göre yönetim süreçlerinin etkililiği ile örgütsel adalet arasındaki ilişkinin incelenmesidir. Araştırmanın örneklemini, 26 okul ve 398 öğretmen oluşturmaktadır. Katılımcıların %53,3’ü (n=212) erkek, %46,7’si (n=186) kadın öğretmendir. Katılımcılar, %90,7 (n=361) lisans ve %9,3 (n=37) lisans üstü eğitim düzeyindedirler. Araştırmada örneklemi oluşturan öğretmenlerin demografik özelliklerine göre, çoğunluğunun (%30,9, n=123) 46 yaş ve yukarı; (%24,4, n=97) 26 yıl ve üzeri hizmet yılına sahip oldukları belirlenmiştir. Bu çalışmada Gül tarafından (2017) geliştirilen “Yönetim Süreçlerinin Etkililiği” ölçeği ile Colquitt (2001) tarafından geliştirilip Özmen, Arbak ve Özer (2005) tarafından İngilizceden Türkçeye uyarlanan “Örgütsel Adalet Ölçeği” kullanılmıştır. Bu araştırma ilişkisel tarama modelindedir. Araştırmanın bulgularına göre, yönetim süreçlerinin etkililiğinin karar verme süreci alt boyutu örgütsel adaletin işlemsel adalet boyutundaki değişkenliğini anlamlı düzeyde etkilemektedir. Yönetim süreçlerinin etkililiğinin karar verme, örgütlenme, iletişim ve değerlendirme süreci alt boyutları örgütsel adaletin dağıtım adalet alt boyutunu anlamlı düzeyde etkilemektedir. Yine yönetim süreçlerinin etkililiğinin karar verme, iletişim ve değerlendirme süreci örgütsel adaletin etkileşim adalet alt boyutunu anlamlı düzeyde etkilemektedir. Araştırmada, okul yönetiminde yönetim süreçlerinin etkililiği ile örgütsel adalet arasında pozitif yönlü orta düzeyde anlamlı bir ilişki olduğu saptanmıştır. Bu bağlamda okullarda yönetim süreçlerinin işleyişine öğretmenlerin katılımlarının artmasıyla, kurum içinde oluşan örgütsel adalet algılarının olumlu yönde artabileceği söylenebilir. Dolayısıyla yöneticilerinin, örgütsel adalet algısını olumlu yönde oluşturabilmeleri için yönetim süreçlerinin işleyişinde karar verme, iletişim ve değerlendirmede öğretmenlerin fikirlerine yer verilmesi önerilmektedir.

İBB Spor İstanbul’da Çalışanların Örgütsel Adalet ve Örgütsel Güven Algılarının Örgütsel Bağlılık Davranışı Üzerindeki Etkisi ve Buna Yönelik Bir Uygulama

<p class="ql-align-justify">The aim of this study is to examine the effects of the perception of organizational justice and organizational trust on the organizational commitment behaviours of employees of IMM Spor İstanbul. The sample of the study was 54.9% male (n:225) and 45.1% female (n:185) employees working in sports facilities of IMM Spor İstanbul who were randomly selected from 40 sports facilities. In the research, the organizational justice scale is developed by Niehoff and Moorman; the perception of trust in supervisor scale is developed by Hoy and Tschannen-Moran; the perception of trust in organizational scale is developed by Daboval, Comish, Swindle and Gaster and the organizational commitment scale is developed by Allen Meyer and Smith. The relationship is tested with factor analysis, correlation analysis and SEM Partial Least Squares. The results show that organizational justice and organizational trust are positive and have a high relationship&nbsp;with organizational commitment. As a result of the path analysis, there was significant relationship between distributive justice and affective commitment, supervisor trust and normative commitment, organizational trust and affective commitment, and organizational trust and normative commitment. In conclusion, it can be reported that employees’ high organizational trust and organizational justice perceptions result in an increased organizational commitment.&nbsp;

Predictors of police body-worn camera acceptance: digging deeper into officers’ perceptions

PurposeThe purpose of this paper is to examine individual-level factors related to police body-worn camera (BWC) acceptance.Design/methodology/approachSurveys were completed by 119 officers from one northwestern police agency a year after BWC deployment. Relationships between demographics, job characteristics, cultural attitudes, organizational justice perceptions and BWC acceptance were examined.FindingsSupervisors, as well as officers who had worn BWCs longer, worked the most active patrol shifts, and viewed their supervisors as critical, reported more BWC acceptance. Other indicators of culture and organizational justice were not significant.Originality/valueBWCs offer many benefits, but to realize these outcomes officers must accept and use the technology. Research shows wide variations in officer acceptance of BWCs. These findings suggest some officers view BWCs as helpful in dealing with job stressors, including supervisory responsibilities, high volumes of calls and critical supervisors, and tend to grow more accepting of them over time.

Organizational justice in Chinese banks: understanding the variable influence of guanxi on perceptions of fairness in performance appraisal

ABSTRACT Drawing on survey (n = 308) and interview (n = 22) data from three different types of banks in China, we found significant differences in perceptions of organizational justice in performance appraisal processes. The state-owned bank was perceived as significantly less fair in its appraisal procedures than both its city-commercial and foreign-owned counterparts. These differences could be explained, in part, by variations in the influence of guanxi on supervisor decision-making. This, in turn, was linked to differences between the banks in their organizational objectives, as well as to intra-organizational differences at the departmental level. These findings question the common assumption that national culture variables, such as guanxi, are extremely stable and have universal explanatory value in all organizational contexts.

The Effect of Organizational Justice Perception on Women Employees: A Research On Hotels

The Effect of Organizational Justice Perception on Women Employees: A Research On Hotels

The Mediating Effects of Organizational Reputation in Predicting Job Seekers Attraction from Third-Party Organizational Justice Perspective

This paper seeks to investigate the stipulation individuals’ perceptions of organizational justice, organizational reputation, and its effects to job seekers’ attractiveness. A total of 327 accounting and finance interns were assumed the role of job seekers. We wanted respondents to assess organizations in which they are currently undergoing internship to increase the likelihood that they had experience during the internship and knowledge gained about the organization; thus, held informed opinions about organizational justice and reputation, and its attractiveness as job seekers. We found each organizational justice dimensions (procedural, distributive, interpersonal and informational justice) influence job seeker attraction while organizational reputation role as mediator is significant. We suggested that organizations pay more attention on the informational justice and distribution justice following the empirical contribution is above than other dimensions either in direct or mediator impact of organizational reputation. Moreover, we else well highlighted the empirically evident that recognized the notion of signaling theory incorporated with social identity theory to publicize a deeper explanation of the job seeker attraction process. This is the first study to show that organizational justice is an instrumental characteristic, organizational reputation is a symbolic characteristic drawn from signaling theory and social identity theory and, this combination is better to comprehend on the job seeker attraction concept.

The Relationship Between Organizational Justice Perception and Job Involvement In Teachers

Çalışmada, öğretmenlerin örgütsel adalet algıları, işlerine duydukları ilgi düzeyleri ve bu iki değişken arasındaki ilişki incelenmiştir. Örgütsel adalet, örgütün amaçlarına ulaşabilmesi için anahtar görevi görmektedir. Çalışanların işlerine duydukları ilgi ise, işleriyle bütünleşmelerine yardımcı olmaktadır. Elazığ ilinde gerçekleştirilen çalışmada, 390 öğretmen ile örneklem oluşturulmuştur. Araştırmada veri toplama aracı olarak Örgütsel Adalet Ölçeği ve İşe Duyulan İlgi Ölçeği kullanılmıştır. Öğretmenlerin örgütsel adalet algılarıyla işe duyulan ilgi düzeyleri arasında aynı yönde, anlamlı ve zayıf bir ilişki olduğu bulgusuna ulaşılmıştır. Öğretmenlerin öğretmenlik mesleğini severek yapmaları ve hayatlarının önemli bir parçası olarak görmesinde örgütsel adaletin önemli bir rolü bulunmaktadır. Okul içindeki yönetsel eylemlerin adil bir şekilde yapılması, yöneticilerin tüm öğretmenlere eşit mesafede olması, çıkarların dağıtılmasında adalet ilkesinin gözetilmesi öğretmenlerin iş tutumlarına olumlu yansıyacaktır.

Perceptions of Diversity Management Practices among First- versus Second-generation Migrants

Drawing on an extended case method approach consisting of observations, analysis of organisational documents and semi-structured in-depth interviews with first- and second-generation migrants working in a French car manufacturing company, this article examines how and why diversity management practices are perceived differently by first- versus second-generation migrant workers. Using social identity theory and equity theory as a theoretical framework, it was found that first- and second-generation migrants have different social expectations, which, in turn, influence their self-image, as well as their perception of organisational justice. The interaction between their social identity and their perception of justice affects how they appraise diversity management practices in their organisation. The study extends previous research on migrant workers and diversity management by building a conceptual model that outlines how and why diversity management practices are perceived differently by first- versus second-generation migrants.

Impact of organizational justice perceptions and transformational leadership role on counter productive work behavior

This study examines the impact of organizational justice perceptions and transformational leadership role on counterproductive work behavior. The study illustrates that organizational justice (procedural and interactional justice) perception and transformational leadership produces a negative impact on counterproductive work behavior (organizational and interpersonal). The reduction utilizes social exchange theory. Survey methods and purposive sampling methods was conducted by collecting primary data from respondents working as an accounting team member in the Food and Beverage sector of the Badung Regency. The primary data were processed with a multiple linear regression model. Survey results reveal that procedural justice and interactional justice as well as transformational leadership significantly impact counterproductive work behavior (organizational and interpersonal).

Psychological contract and attitudinal outcomes: multilevel mediation model

Purpose The purpose of this paper is to examine the link between employer psychological contract (PC) fulfillment and employee attitudes (job satisfaction, organizational commitment and intention to leave the organization) by using employees’ perceptions of PC violation and organizational justice as serial mediators. Design/methodology/approach Data from 44 managers and 880 employees from 44 Spanish organizations were analyzed through multilevel structural equation modeling. Findings Results showed that employees’ feelings of PC violation and justice perceptions mediated the relationships between the employers’ PC fulfillment assessed by managers and job satisfaction and organizational commitment assessed by employees. The mediation effect was not significant for employees’ intention to leave the organization. Originality/value This study contributes to understand the process through which PC influences work outcomes, outlining the relevance of organizational justice as social exchange theory and PC theory (Guest, 2004) stated. In addition, present results extend the influence of PC on work outcomes from the individual to the organizational level.

To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement

ABSTRACTThis study examined the effects of perceptions of organizational justice on the quality of relationships between employees and organizations, employee job engagement, and subsequent effects on employee turnover intention. Drawing from two complementary approaches (relationship management and human resources management perspectives), the current study proposed a model of employee turnover intention as the ultimate negative outcome of the relationship quality that employees perceive to have developed with their organization, which is predicted by perceptions of organizational justice. Additionally, the current study incorporated employee job engagement as the mediator connecting the EOR with the turnover intention. The results of an in-person survey of 438 salespeople for a South Korean company revealed that organizational justice perceptions had a significant and direct influence on the EOR quality. The findings further revealed that high perceptions of organizational justice by employees affected job engagement, which in turn negatively influenced turnover intention. Employee job engagement was also found to mediate the direct effects of justice perceptions and EOR on turnover intention.

Impact of Organizational Justice (Distributive Justice, Procedural Justice, and Interactional Justice) on Job Satisfaction

Perceptions of organizational justice constitute an important heuristic in organizational decision-making, as research relates it to job satisfaction, turnover, leadership, organizational citizenship, organizational commitment, trust, customer satisfaction, job performance, employee theft, role breadth, alienation, and leader-member exchange. The public sector in UAE is the focus of this paper. Applying the concept of organizational justice (distributive justice, procedural justice, interactional justice) to examine the effect of it on employees’ satisfaction. The data was collected from 452 officers from 7 sectors in the ministry of interior in UAE and analysed using structural equation modelling via SmartPLS 3.0. There were three main results: first, distributive justice has a positive impact on job satisfaction; second, procedural justice is significantly predicting job satisfaction; third, interactional justice has a significant impact on job satisfaction. The proposed model explained 33.7% of the variance in job satisfaction. Theoretical and practical implications are also provided

Orientasi Proses Karir Organisasional dan Keadilan Prosedural: Peran Keberagaman Individual

The advance of organizational justice construct along with its dimensions has potential implications in explaining many justice phenomena, including organizational career process orientation. Diversity of individuals in organization, especially between knowledge workers and non-knowledge workers will imply in different career need as well as their perceptions of organizational justice. The purpose of this research is to give perspective in the relationship between organizational career process and organizational justice. Organizational justice is explained by using organizational perspectives both externally and internally in four types of boundaryless careers (i.e., internal psychological, internal enacted, external psychological, and external enacted), and by considering individual characteristics (i.e., knowledge worker and nonknowledge worker). Two hipotesis were offered and tested using moderated regression analysis (MRA). Organization using organizational career process focusing on externalboundaries will be judged to be procedurally fair by knowledge workers. Organization using organizational career process focusing on internal boundaries will be judged to be procedurally fair by non-knowledge workers.

What Foster the Climate for Merit?: Test of a Mediation Model

ABSTRACT The failure of performance management in the public sector can be conceived as the failure to create the right climate for merit. This study proposes a mediation model explaining howorganizational climate for merit can be fostered. The analysis of the 2015 Federal Employee Viewpoint Survey reveals that constructive use of effective performance feedback and encouraging participation will help create a climate for merit and that such associations were mediated by organizational justice perception and trust toward their supervisor.

Governance Reforms, Individualization of Human Resource Management (HRM), and Impact on Workplace Behavior—A Black Box?

The purpose of this article is to discuss the relationship between destandardization and delegation trends; ethical leadership; perceptions of organizational fairness; and justice and workplace behavior. It is argued that current destandardization, delegation, and individualization trends in the field of HRM place additional burdens on managers. In times of de-bureaucratization, more job autonomy and flatter hierarchies, managers change; shape; direct; and alter employeés lives. On the other hand, research has found that justice perceptions of the leader are strongly related to employee outcomes. Still, there is very little evidence on all these trends. In which HR fields can we observe destandardization and delegation trends? What is individualization of HR and how does this relate to ethics? How much discretionary powers have managers in making HR decisions? What forms of leadership behavior impact on what type of organizational justice perceptions? How professional are managers in carrying out these tasks? Are managers aware about the importance of ethical leadership on different forms of justice perceptions? The article concludes that academic discussions about all of these issues are still very rudimentary. Thus, the purpose of this article is to suggest a new important reform agenda in this field.

Ethical leadership begets ethical leadership: exploring situational moderators of the trickle-down effect

The current study investigated the role that perceived ethicality of one’s leader, as well as perceptions of organizational climate and justice, have in shaping one’s own ethical leadership. We expected positive perceptions of organizational climate and justice to increase the trickle-down effect of ethical leadership from higher to lower levels. We used ratings of ethical leadership from 286 followers nested within 167 leaders, who provided ratings of their own leader’s ethical leadership as well as their perception of the ethical climate and organizational justice of their organization. Contrary to expectations, multi-level modeling showed that negative perceptions of organizational climate and justice increased the trickle-down effect of ethical leadership. The discussion focuses on the possibility that the counter-intuitive finding may be due to differences in situational strength between higher and lower level leaders (i.e., less consensus at lower levels leads to unclear norms around ethics and justice and greater reliance of leadership for guidance). Further research on situational strength may better delineate when individual versus organizational variables are more influential in moderating the trickle-down effect.

Effects of perceived diversity on perceived organizational performance

PurposeThe purpose of this paper is to investigate the association between constructs of employee perception of diversity (EPD) and perceived organizational performance (POP) through components of organizational justice over different hierarchal levels and also across the private and public healthcare sector organizations. Additionally, this study also examines whether employees from diverse backgrounds vary in their perceptions regarding diversity in healthcare sector of Pakistan.Design/methodology/approachData were collected from primary sources, that is medical, paramedical and administrative staff (different designations) of both public and private hospitals for analyzing the results. The overall population consisted of 250 respondents and the hypotheses were tested using two-way ANOVA and CAUSALMED procedures. The data were collected during the course of three months in different time slots from 9 a.m. to 9 p.m. Statistical Analysis Software was used to analyze the data.FindingsFindings indicate that regardless of their gender or categories, employees recognize diversity positively, but their responses have significant difference over the hierarchal levels. Furthermore, it is found that EPD is positively linked to the POP, and the relationship gets stronger in the presence of perceived organizational justice (POJ).Research limitations/implicationsThe study was confined to the healthcare sector, so further studies can be conducted in other sectors. The present study checked the impact of POJ, but other important reasonable factors that can intervene in the relationship between perceived diversity and POP can be studied, such as organizational commitment.Practical implicationsFirst of all, it is dispensable for the organizations to ensure the positive perception of these initiatives from employees to implement the diversity programs. Second, the management must ensure the presence of all groups of employees to get the right responses for the diversity management initiatives. Third, the healthcare industry of Pakistan needs to be assessed in the context of current study and diversity initiatives should be taken in hiring and retention of the employees.Originality/valueThe presence of employees of healthcare industry across the sector over hierarchal levels will absolutely add value to the existing knowledge on diversity, diversity management, management theory and practice.

Beyond Budgeting – A Fair Alternative for Management Control? - Examining the Relationships between Beyond Budgeting and Organizational Justice Perceptions

Abstract Since the seminal work of Chris Argyris research has realized that the design of Management Control Systems (MCS) has a significant impact on the social framework of an organization. This influence has been discussed in literature for decades. But there has been no holistic alternative for budget related MCS until the development of Beyond Budgeting (BB). Even though BB proponents claim that BB empowers organizations to become more adaptable, efficient and fair and is able to reduce unethical behaviors, BB has not been adopted by a considerable amount of organizations. One reason for this conservative attitude of organizations might be the lack of a framework that makes it possible to assess the possible advantages of BB for a specific organization. Current research suggests evaluating MCS in terms of their impact on organizational justice perceptions. Building on these new empirical findings, our paper tries to contribute to a better understanding of the potential advantages and disadvantages of BB by assessing the impact of BB characteristics on organizational justice perceptions. After identifying BB core characteristics, these characteristics are assessed regarding their impact on organizational justice perceptions. Partial least squares regression is applied to evaluate the relationship between BB core characteristics and organizational justice perceptions. Our results suggest that applying BB might enhance informational and interpersonal justice perceptions and therefore be beneficial for knowledge-based organizations.